MID-TERM REVIEW OF TRANSPARENCY INTERNATIONAL S 2020 STRATEGY

Transcription

1 Title of consultancy Mid-term review of Transparency International s 2020 Strategy Application closing date 30 th March 2018 Consultancy Start and End Date 16 th April st June 2018, total of a maximum of 48 working days Location of Consultancy The TI Secretariat is based in Berlin, Germany. Travel to other countries for fieldwork purposes can be expected. MID-TERM REVIEW OF TRANSPARENCY INTERNATIONAL S 2020 STRATEGY 1. BACKGROUND Transparency International (TI) is the global civil society movement leading the fight against corruption. Through more than 100 National Chapters worldwide, and an International Secretariat in Berlin, Germany, TI raises awareness about the devastating impact of corruption and works with partners in government, the private sector and civil society to develop and implement effective measures to tackle it. The TI Movement is comprised of nearly 100 National Chapters (Chapters), approximately 30 Individual Members (IMs) and an International Secretariat with both staff and volunteer Senior Advisers. The Chapters are all independent civil society organisations registered in their own countries and internationally affiliated with TI. National Chapters have their own Boards and membership structures that set their own agendas in accordance with local contexts. TI international governance structure includes an International Board and an Advisory Council that serves the Movement overall. Collectively, these diverse parts of our Movement are bound together in a commitment to a common vision, mission, values and guiding principles. In 2015 TI published its 2020 Strategy that guides the actions of the TI-Movement and its members. To operationalise the significant implications of the 2020 Strategy for the Secretariat, a five-year implementation plan was developed which charts the Secretariat s course for the duration of the Strategy. The 2020 Implementation plan exists to ensure that the Secretariat drives strategic implementation and achievement towards committed strategic objectives in the 2020 Strategy. The main purpose of this review is to assess progress on the 2020 Strategy, relevance of 2020 strategic priorities and actions, and the contribution of TI-S to the overall strategic commitments. Emphasis is put on the external environment and the interplay between this and the relevance/ loss of relevance of the strategic choices made in Overall this assignment should provide concrete pointers for TI to refine its focus and its approaches in the second half of the strategic cycle and achieve real change by end of ASSIGNMENT Purpose: Assess the TI 2020 Strategy and related TI-S Implementation Plan The overall purpose of the assignment is: Page 1 of 5

2 To review the relevance of the 2020 Strategy in view of what has been achieved thus far and of the external environment. To identify the external factors that enable and enhance certain approaches and are likely to accelerate impact in the next 2 years. To identify the strategic work areas that are better positioned to contribute to the 2020 strategic commitments and enable real change in the next 2 years. To gain a better understanding of how the Secretariat s can more effectively contribute to the Movement s 2020 Strategy. Based on the above, TI-S and the Movement will be able to refocus and refine its priorities for the second half of the Strategic cycle. Scope of the review This review is will focus on: the progress in the 2020 Strategy by Movement stakeholders, the interplay between the external environment and the relevance of the strategic objectives set in 2020 Strategy, the TI-S contribution to the Movement s strategic commitments as per the 2020 Implementation Plan, and on concrete and actionable recommendations on how to course-correct and evolve in the next two years. Sample Review criteria Some of the key questions (not exhaustive) to be addressed by the review are: RELEVANCE To what extent are achievements at Movement level thus far relevant to the strategic commitments in the 2020 Strategy, and more broadly to the anti-corruption field? To what extent are the 2020 strategic priorities and related strategic actions still relevant, namely in view of the external environment and overall anti-corruption context? To what extent are TI-S contribution areas still relevant as enablers of the 2020 Strategy? Page 2 of 5

3 EFFECTIVENESS What main factors can play a role in the achievement or non-achievement of the 2020 strategic priorities moving forward? Linked to the above, how can TI-S improve its effectiveness overall in the delivery of the 2020 Implementation Plan from a strategic and content point of view? EFFICIENCY How much progress is being achieved at reasonable resources and in what strategic priorities? To what extent is TI-S working under a reasonable timeline and budget for enabling the Movement achieving the 2020 Strategy? SUSTAINABILITY To what extent can strategic achievements be sustained over time and what mechanisms can be put in place to ensure the sustainability of the main gains thus far? FURTHER QUESTIONS Moving forward, how can the Movement improve the design of its Strategy? Moving forward, how can TI-S improve the design of its implementation plan? Moving forward, how can TI improve the monitoring of and reporting to implementation plan and to the Movement Strategy? 3. EXPECTED DELIVERABLES The evaluator, or team, is expected to deliver: A final review report, incl. clear recommendations on how to move forward in terms of work areas and priorities. A learning workshop with staff to discuss preliminary findings. 4. PLANNING AND REPORTING ARRANGEMENTS The mid-term review will be planned and conducted in close consultation with TI Senior Management and the MEL team. The evaluation approach and methods must be agreed with the MEL team. The team will provide support, including organisation of meetings and submission of all documents for desk review. The Final Report will contain the findings, conclusions and recommendations of the mid-term review on how to move forward. The draft report will be discussed with the TI Secretariat. While considering the comments provided on the draft, the evaluation expert(s) shall use their independent and impartial judgment in preparing the Final Report. The Final Report should not be longer than 30 pages, excluding the annexes and the executive summary. Annexes to the Final Report should be kept to an absolute minimum. Only those annexes that serve to demonstrate or clarify an issue related to a major finding should be included. Existing documents should be referenced but not necessarily annexed. Maximum number of pages for annexes is 10. Page 3 of 5

4 5. APPROACH, METHODS AND TIMEFRAME The mid-term review should include but not necessarily be limited to the following methods (excluding randomised control trials): Desk review of relevant documents. Individual and/or group interviews with internal and external stakeholders. Interviews with target groups. Meetings with external stakeholders. Field visits, only if justifiable. Survey questionnaires to internal and external stakeholders. The overall approach should be as representative and as comprehensive as possible. The evaluator(s) should present a detailed statement of the proposed review methods in the technical proposal. The review is due to start on the 16 th of April 2018 (Monday) and end by the 31 st of June 2018 (Tuesday) and last no more than 48 working days. The evaluators will communicate with the MEL team in regular skype calls and keep the MEL team in Cc of all communications. 6. CONDITIONS AND SELECTION CRITERIA 1. CORE COMPETENCIES People s skills: be able to mediate the different expectations of the different staff across teams on this particular issue in order to produce a strong mid-term review that will be fully owned and genuinely serve the scope and purposes set out in this Terms of Reference. Work style: is well planned and organised even within a fluid working environment and has a capacity for initiative with competent analytical and problem solving skills. Maintains strong communication with reporting stakeholders. Language: excellent command of English to a native speaker s level and knowledge of another language an advantage (particularly Spanish). 2. TECHNICAL COMPETENCIES Applicants should have the following skills and experience: University degree in social sciences or related field from a reputable institution and postgraduate education in social sciences methods, strategic management, evaluation, or equivalent experience. Substantial experience of conducting evaluations, with a considerable number of these having a strategic focus. Demonstrable experience of NGO or social enterprise management at a senior management level. Knowledge and experience of working in good governance and public accountability related projects/ programmes. Experience in working across cultures. Experience of policy and advocacy at a senior level strongly preferred. Page 4 of 5

5 7. SUBMISSION OF APPLICATIONS Applications (in English) must be sent by to by close of business 30 th of March 2018 with TI mid term review in the subject line. Applications should contain: - A detailed technical proposal of how the assignment will be approached, including budget. - A letter of motivation, specifically focusing on concrete examples relating to what is requested in this Terms of Reference regarding the necessary skills and experience (see above, Section 7). - Curriculum Vitae with full description of the applicants profile and experience. - Contact details for at least two independent referees with in-depth and proven knowledge of the applicant s expertise and relevant work experience for this Terms of Reference. - A sample evaluation, as 1 st author, in English, French, Spanish or Portuguese, published in the last 2 years. Due to the high volume of applications, we will only notify short-listed candidates. If you do not hear from us two weeks after the deadline it is because you have not been shortlisted. TI retains the right to reject any or all of the applications and/or to enter into additional negotiations with one or more of the tendering parties. Page 5 of 5